Most production planning software assumes an ideal factory. Machines are available. Materials arrive on time. Capacity is intact and uncontested. The plan is generated against that assumption – clean, balanced, and executable on paper.
The floor rarely agrees. A machine is down for unplanned maintenance. A raw material shipment is three days late. Two orders need the same line at the same time. None of these realities were in the planning model, so the plan that looked feasible on Monday is being manually rewritten by the supervisor on Wednesday – in a spreadsheet, from memory, under pressure.
The plan was right. The floor had other ideas.
This is the difference between infinite-capacity planning and constraint-aware planning. Traditional MRP explodes the bill of materials and assumes unlimited capacity and perfect material availability. It produces a plan that is arithmetically correct and operationally impossible. The gap between the two is absorbed by the floor – as expediting, overtime, missed commitments, and the quiet erosion of trust in the plan itself.
Traditional MRP explodes the BOM and assumes unlimited machine hours. The plan is arithmetically correct and operationally impossible.
The plan assumes materials arrive on time. When a shipment slips, the plan doesn't know - the floor finds out when the line stops.
A line down for maintenance still shows as available in the planning system. The plan schedules work onto a machine that can't run it.
What planning publishes, the supervisor overrides - in a spreadsheet, from memory. The real plan lives outside the system, untraceable.
When the published plan is wrong every week, the floor stops following it. Planning and execution drift into two separate realities.
A plan the floor has to rewrite was never a plan. It was a suggestion.
Oritiq's supply planning software is built on the constraints the floor actually lives with - finite capacity, real machine status, and live material availability. The plan it publishes is feasible before it leaves the system, so execution follows the plan instead of correcting it.
Where traditional MRP assumes unlimited capacity, Oritiq plans against the real capacity of each resource - machine hours, line availability, shift patterns, and changeover time. When demand exceeds capacity, the system doesn't quietly produce an impossible plan. It surfaces the constraint and shows what has to give.
The result is a finite-capacity production plan that respects the physical limits of the operation - one the floor recognises as achievable, not aspirational.
A production plan is only as good as the materials behind it. Oritiq embeds live raw material visibility into the planning model - inbound shipment status, current stock, and supplier commitments - so the plan accounts for what will actually be available, not what the BOM assumes.
When a material shortfall threatens a scheduled order, the system flags it while there is still time to act - resequence, expedite, or resource-substitute - instead of discovering the shortage when the line stops.
A machine down for maintenance should never receive scheduled work. Oritiq integrates real machine and resource status into planning - planned maintenance, breakdowns, and availability windows - so the plan schedules only against resources that can actually run.
Planning and the shop floor share one view of what is available. The plan reflects the state of the operation as it is, not as the master data assumes it to be.
Constraints change through the week - a breakdown, a late shipment, a rush order. And customer priorities change just as often: an order gets pulled forward, a key account jumps the queue, a commitment is renegotiated. Oritiq replans against the new reality on demand, not overnight, and shows the impact before the plan is republished: which orders move, which commitments are at risk, what the feasible path forward is.
Because Oritiq soft-pegs inventory to demand rather than hard-allocating it, stock isn't locked to a single order. When priorities shift, the system can reallocate available inventory to where it now matters most - enabling rapid replanning without unpicking a rigid web of fixed allocations.
Plan against real machine hours, line availability, shift patterns, and changeover time. Capacity conflicts are surfaced, not silently absorbed into an impossible plan.
Inbound shipment status, current stock, and supplier commitments feed the plan directly. Material shortfalls are flagged while there's still time to act.
Planned maintenance, breakdowns, and availability windows are visible to planning. Work is only scheduled onto resources that can actually run it.
Orders are sequenced against real bottlenecks and dependencies - not just due dates - so the published sequence is one the floor can execute in order.
Inventory is soft-pegged to demand, not hard-allocated - so when customer priorities shift, stock can be reallocated to where it matters most. Replan on demand and preview the impact before republishing.
A plan feasible before it's published - so the floor executes it instead of rewriting it.
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